Duurzaam Ondernemen
Inhoudsopgave
Week 1 ............................................................................................................................................................. 3
Gastspreker Mercator Launch ............................................................................................................................ 3
Leatherbee & Katila (2020): Lean Startup Method ............................................................................................ 4
Week 2 ............................................................................................................................................................. 5
Societal Challenges (selection) & transition ....................................................................................................... 5
Esposito et al (2018): Circular Economy ............................................................................................................. 6
Kobis et al. (2021): Sharing Economy ................................................................................................................. 7
Markman et al. (2019): Impact Entrepreneurship & Grand Challenges ............................................................. 8
Mayer (2021): Organizational (corporate) purpose & the future of corporation ............................................... 8
Kernwaarden van duurzaamheid volgens Jonker en Faber: ............................................................................. 10
Bansal & Song (2017): Corporate Responsibility vs. Corporate Sustainability ................................................. 11
Porter & Kramer (2011): Creating shared value (CSV) ..................................................................................... 11
Nooyi & Govindarajan (2020): PepsiCo ............................................................................................................ 12
Gastcollege Vattenfall - Fossil free within one generation ............................................................................... 14
Week 3 ........................................................................................................................................................... 16
Teece, D. J. (2010)............................................................................................................................................. 16
Archetypes (een typologie) ............................................................................................................................... 19
Platform Business Model ............................................................................................................................. 19
Community-based business model (collectief organiseren) ....................................................................... 19
Circulair Business Model.............................................................................................................................. 20
Hopkinson et al. (2018): case study circular economy business model ............................................................ 20
Davies & Doherty (2019): Case Cafédirect (hybrid business model) ................................................................. 21
Zhao et al. (2020): Evolution of platform business models .............................................................................. 22
Week 4 ........................................................................................................................................................... 23
Verdienmodellen, Waardecreatie : ................................................................................................................... 23
Product as a Service (PAAS) ......................................................................................................................... 24
Cascade Verdienmodel ................................................................................................................................ 24
Reprise verdienmodel.................................................................................................................................. 24
Externaliseren & Hybridisering .................................................................................................................... 24
Hybride verdienmodel ................................................................................................................................. 24
Cachon (2020): a research framework for business models: what is common among fast fashion, e-tailing,
and ride sharing? .............................................................................................................................................. 25
Waardeketen & Waardenetwerk ..................................................................................................................... 25
Porter (1985): Value Chain (waardeketen) .................................................................................................. 26
Freudenreich et al. (2020): A stakeholder theory perspective on business models: value creation for
sustainability ................................................................................................................................................ 26
Waardecreatie vanuit duurzaam perspectief ................................................................................................... 29
Technologie’s rol in verdienmodellen en waardecreatie ............................................................................ 29
1
,Week 5 ........................................................................................................................................................... 30
Doelen & Meten van Resultaat ........................................................................................................................ 30
Kaplan & Norton (1996): Balanced Scorecard ............................................................................................. 30
Lagging & Leading Indicatoren van Performance ........................................................................................ 31
Resultaat (opbrengst) twee perspectieven ....................................................................................................... 31
Polman & Winston (2021): The Net Positive Manifesto .............................................................................. 31
Rapporteren ..................................................................................................................................................... 32
Pucker (2021): Overselling Sustainability Reporting ................................................................................... 33
Week 6 ........................................................................................................................................................... 35
Gastcollege Britta Driessen Mercator Launch .................................................................................................. 35
Week 7 ........................................................................................................................................................... 36
Oefenvragen ..................................................................................................................................................... 36
2
,Week 1
1. Bansal, P. & Song, H.-C. (2017) Similar But Not the Same: Differentiating Corporate Sustainability from
Corporate Responsibility. Academy of Management Annals, 11(1): 105-149.
2. Mayer, C. (2021). The Future of the Corporation and the Economics of Purpose. Journal of Management
Studies, 58(3), 887-901.
3. Porter & Kramer (2011) Creating shared value. Harvard Business Review. 89/1-2 (January/February): 62-77.
4. Nooyi & Govindarajan (2020) Becoming a Better Corporate Citizen. Harvard Business Review. March-April
issue.
+ [Optional] Video CEO PepsiCo: Performance with Purpose (23m:23s) (https://youtu.be/u7wXi1OxR0U)
5. Leatherbee, M., & Katila, R. (2020). The lean startup method: Early‐stage teams and hypothesis‐based
probing of business ideas. Strategic Entrepreneurship Journal, 14(4), 570-593.
+ [Optional, complement: Blank, S. (2013) "Why the lean start-up changes everything" Harvard Business
Review] + [Optional] Video Abstract Strategic Entrepreneurship Journal article at Strategic Management
Society (5m:32s): https://youtu.be/wZ3uvFGf1o8
Gastspreker Mercator Launch
https://www.mercatorlaunch.nl/
Mercator Launch is a collaboration between the Radboud Uni and Radboudumc. Our mission is to
stimulate entrepreneurship and innovation.
We do this by helping you further develop your idea and turn it into a valuable solution. We offer
various services for this purpose: programs, coaching, funding, networking, workspaces, IP
protection, entrepreneur e-scan.
Wat doen ze: een soortvan wasstraat waar je aan het handje in wordt meegenomen.
Golden circle van Sinek (why how what) waarom doe ik wat ik doe.
“it’s better to start with a strong team and a bad idea than the other way around”
Links: Feasible
Rechts: Desirable (incl value prop)
Onder: Viable
Business model voor markten
3
,Leatherbee & Katila (2020): Lean Startup Method
Problem: Early-stage teams miss too much relevant information and unlikely to decide on optimal
business idea from the beginning of their ventures
Solution: Help early-stage teams iterate business ideas until they are able to make a sound decision
about them; using learning-by-doing thinking and methods:
1. Formulate hypotheses in nine-pre-identified areas of the business idea (canvas visualization)
2. Probe each hypothesis by interviewing customers and other stakeholders to confirm or
disconfirm the hypothesis (hypotheses can be probed in parallel)
3. Iterate business ideas in response to external feedback (revising and generating new ones),
formulate new hypotheses to test, probe them – repeat cycle
4. Eventually converge on a business idea based on feasibility and viability
Take action to learn from experience.
Visualization of Method & Results: (deze komt vaak terug in de slides)
→ What were some of the key results from the research by Leatherbee & Katila (2020) and why
(their rationale)?
4
,Week 2
1. Esposito, M., Tse, T., & Soufani, K. (2018). Introducing a Circular Economy: New Thinking with New
Managerial and Policy Implications. California Management Review, 60(3), 5–
19. https://doi.org/10.1177/0008125618764691
2. C. Köbis, N., Soraperra, I., & Shalvi, S. (2021). The Consequences of Participating in the Sharing Economy: A
Transparency-Based Sharing Framework. Journal of Management, 47(1), 317–
343. https://doi.org/10.1177/0149206320967740
3. Markman GD, Waldron TL, Gianiodis PT, Espina MI. 2019. E Pluribus Unum: Impact Entrepreneurship as a
Solution to Grand Challenges. Academy of Management Perspectives 33(4): 371-382.
Context & aanleiding
Transitie: veranderende economie
Aantal fundamentele aanleidingen:
- Bevolkingsgroei
- Industriele productie
- Economische groei paradigma, incl. korte productlevenscycli en consumentisme
- Grondstoffen schaarste & energie transitie (fossiele → duurzame bronnen)
- Klimaatverandering
- Demografsiche en sociale verandering; bijv. veranderende perceptie van waarde opvatting
- Technologische mogelijkheden
The global goals for sustainable development (SDG’s)
Werelddoelen voor duurzame ontwikkeling
Societal Challenges (selection) & transition
1. Climate change
Biodiversity: conservation and restoration
2. Energy
3. Circularity
Social dimension – inclusivity | interdependent part of the triple transition
Economisch Handelen
5
, • Economie: aaneenschakeling van transacties waar meerdere partijen bij betrrokken zijn.
• Transactie: handeling waarin 2 of meer partijen tot een uitruil komen die ervaren wordt als
waardecreatie
• Transactie vorm: materieel (product)/ immaterieel (dienst) / combi
• Waarde: vele definities, o.a. objectief/subjectief
o Value: the amount of money that can be received for something; how useful or
important something is
• Business model: concept waarmee waardecreatie wordt georganiseerd
o Samenwerking met anderen; configuratie van partijen
o Binnen een bepaalde context, vanuit een bepaalde strategie
o Biedt een oplossing, heeft impact
o Geeft aan welke waarden gecreeerd worden en hoe deze tot stand komen, zoals
welke vormen van waardecreatie, proces, logica
o Geeft aan welke transacties hieruit vloeien, zoals de aard van transacties en
verdienmodel
Economy aspects & evolution (industrial organization)
- Linear economy (first linear revolution – manufacturing, second – technological, third –
digital)
- Circular economy
- Collaborative economy
- Sharing economy
- Gig economy
- Fourth Industrial Revolution (industry 4.0) – automation, smart tech
- Informal economy (unregistered, unregulated business activities; not otherwise illegal)
Esposito et al (2018): Circular Economy
Input → creatie → disposal
• Linear economy: unidirectional model of mass production and mass consumption →
unsustainable because world consumes more natural resources than can be replaced
(demand > supply) = resource scarcity
• Circular economy: focusses on maximizing what is already in use along all points of a
product’s lifecycle – sourcing, supply chain, consumption, conversion (of unusable parts) into
new source for another purpose + efficient utilization of already produced assets
• Multiple circular economic activity and fundamental traits
• Renewable vs. non-renewable resources
• Role of technology as an enabler for different production and consumption of resources
• Fundamental problem: Bad design and restrictive mindsets
o What do Esposito et al. argue as an answer to this for firms?
→ check this article out for ideas on, and development of, business models.
Een aantal verschillen
6
Inhoudsopgave
Week 1 ............................................................................................................................................................. 3
Gastspreker Mercator Launch ............................................................................................................................ 3
Leatherbee & Katila (2020): Lean Startup Method ............................................................................................ 4
Week 2 ............................................................................................................................................................. 5
Societal Challenges (selection) & transition ....................................................................................................... 5
Esposito et al (2018): Circular Economy ............................................................................................................. 6
Kobis et al. (2021): Sharing Economy ................................................................................................................. 7
Markman et al. (2019): Impact Entrepreneurship & Grand Challenges ............................................................. 8
Mayer (2021): Organizational (corporate) purpose & the future of corporation ............................................... 8
Kernwaarden van duurzaamheid volgens Jonker en Faber: ............................................................................. 10
Bansal & Song (2017): Corporate Responsibility vs. Corporate Sustainability ................................................. 11
Porter & Kramer (2011): Creating shared value (CSV) ..................................................................................... 11
Nooyi & Govindarajan (2020): PepsiCo ............................................................................................................ 12
Gastcollege Vattenfall - Fossil free within one generation ............................................................................... 14
Week 3 ........................................................................................................................................................... 16
Teece, D. J. (2010)............................................................................................................................................. 16
Archetypes (een typologie) ............................................................................................................................... 19
Platform Business Model ............................................................................................................................. 19
Community-based business model (collectief organiseren) ....................................................................... 19
Circulair Business Model.............................................................................................................................. 20
Hopkinson et al. (2018): case study circular economy business model ............................................................ 20
Davies & Doherty (2019): Case Cafédirect (hybrid business model) ................................................................. 21
Zhao et al. (2020): Evolution of platform business models .............................................................................. 22
Week 4 ........................................................................................................................................................... 23
Verdienmodellen, Waardecreatie : ................................................................................................................... 23
Product as a Service (PAAS) ......................................................................................................................... 24
Cascade Verdienmodel ................................................................................................................................ 24
Reprise verdienmodel.................................................................................................................................. 24
Externaliseren & Hybridisering .................................................................................................................... 24
Hybride verdienmodel ................................................................................................................................. 24
Cachon (2020): a research framework for business models: what is common among fast fashion, e-tailing,
and ride sharing? .............................................................................................................................................. 25
Waardeketen & Waardenetwerk ..................................................................................................................... 25
Porter (1985): Value Chain (waardeketen) .................................................................................................. 26
Freudenreich et al. (2020): A stakeholder theory perspective on business models: value creation for
sustainability ................................................................................................................................................ 26
Waardecreatie vanuit duurzaam perspectief ................................................................................................... 29
Technologie’s rol in verdienmodellen en waardecreatie ............................................................................ 29
1
,Week 5 ........................................................................................................................................................... 30
Doelen & Meten van Resultaat ........................................................................................................................ 30
Kaplan & Norton (1996): Balanced Scorecard ............................................................................................. 30
Lagging & Leading Indicatoren van Performance ........................................................................................ 31
Resultaat (opbrengst) twee perspectieven ....................................................................................................... 31
Polman & Winston (2021): The Net Positive Manifesto .............................................................................. 31
Rapporteren ..................................................................................................................................................... 32
Pucker (2021): Overselling Sustainability Reporting ................................................................................... 33
Week 6 ........................................................................................................................................................... 35
Gastcollege Britta Driessen Mercator Launch .................................................................................................. 35
Week 7 ........................................................................................................................................................... 36
Oefenvragen ..................................................................................................................................................... 36
2
,Week 1
1. Bansal, P. & Song, H.-C. (2017) Similar But Not the Same: Differentiating Corporate Sustainability from
Corporate Responsibility. Academy of Management Annals, 11(1): 105-149.
2. Mayer, C. (2021). The Future of the Corporation and the Economics of Purpose. Journal of Management
Studies, 58(3), 887-901.
3. Porter & Kramer (2011) Creating shared value. Harvard Business Review. 89/1-2 (January/February): 62-77.
4. Nooyi & Govindarajan (2020) Becoming a Better Corporate Citizen. Harvard Business Review. March-April
issue.
+ [Optional] Video CEO PepsiCo: Performance with Purpose (23m:23s) (https://youtu.be/u7wXi1OxR0U)
5. Leatherbee, M., & Katila, R. (2020). The lean startup method: Early‐stage teams and hypothesis‐based
probing of business ideas. Strategic Entrepreneurship Journal, 14(4), 570-593.
+ [Optional, complement: Blank, S. (2013) "Why the lean start-up changes everything" Harvard Business
Review] + [Optional] Video Abstract Strategic Entrepreneurship Journal article at Strategic Management
Society (5m:32s): https://youtu.be/wZ3uvFGf1o8
Gastspreker Mercator Launch
https://www.mercatorlaunch.nl/
Mercator Launch is a collaboration between the Radboud Uni and Radboudumc. Our mission is to
stimulate entrepreneurship and innovation.
We do this by helping you further develop your idea and turn it into a valuable solution. We offer
various services for this purpose: programs, coaching, funding, networking, workspaces, IP
protection, entrepreneur e-scan.
Wat doen ze: een soortvan wasstraat waar je aan het handje in wordt meegenomen.
Golden circle van Sinek (why how what) waarom doe ik wat ik doe.
“it’s better to start with a strong team and a bad idea than the other way around”
Links: Feasible
Rechts: Desirable (incl value prop)
Onder: Viable
Business model voor markten
3
,Leatherbee & Katila (2020): Lean Startup Method
Problem: Early-stage teams miss too much relevant information and unlikely to decide on optimal
business idea from the beginning of their ventures
Solution: Help early-stage teams iterate business ideas until they are able to make a sound decision
about them; using learning-by-doing thinking and methods:
1. Formulate hypotheses in nine-pre-identified areas of the business idea (canvas visualization)
2. Probe each hypothesis by interviewing customers and other stakeholders to confirm or
disconfirm the hypothesis (hypotheses can be probed in parallel)
3. Iterate business ideas in response to external feedback (revising and generating new ones),
formulate new hypotheses to test, probe them – repeat cycle
4. Eventually converge on a business idea based on feasibility and viability
Take action to learn from experience.
Visualization of Method & Results: (deze komt vaak terug in de slides)
→ What were some of the key results from the research by Leatherbee & Katila (2020) and why
(their rationale)?
4
,Week 2
1. Esposito, M., Tse, T., & Soufani, K. (2018). Introducing a Circular Economy: New Thinking with New
Managerial and Policy Implications. California Management Review, 60(3), 5–
19. https://doi.org/10.1177/0008125618764691
2. C. Köbis, N., Soraperra, I., & Shalvi, S. (2021). The Consequences of Participating in the Sharing Economy: A
Transparency-Based Sharing Framework. Journal of Management, 47(1), 317–
343. https://doi.org/10.1177/0149206320967740
3. Markman GD, Waldron TL, Gianiodis PT, Espina MI. 2019. E Pluribus Unum: Impact Entrepreneurship as a
Solution to Grand Challenges. Academy of Management Perspectives 33(4): 371-382.
Context & aanleiding
Transitie: veranderende economie
Aantal fundamentele aanleidingen:
- Bevolkingsgroei
- Industriele productie
- Economische groei paradigma, incl. korte productlevenscycli en consumentisme
- Grondstoffen schaarste & energie transitie (fossiele → duurzame bronnen)
- Klimaatverandering
- Demografsiche en sociale verandering; bijv. veranderende perceptie van waarde opvatting
- Technologische mogelijkheden
The global goals for sustainable development (SDG’s)
Werelddoelen voor duurzame ontwikkeling
Societal Challenges (selection) & transition
1. Climate change
Biodiversity: conservation and restoration
2. Energy
3. Circularity
Social dimension – inclusivity | interdependent part of the triple transition
Economisch Handelen
5
, • Economie: aaneenschakeling van transacties waar meerdere partijen bij betrrokken zijn.
• Transactie: handeling waarin 2 of meer partijen tot een uitruil komen die ervaren wordt als
waardecreatie
• Transactie vorm: materieel (product)/ immaterieel (dienst) / combi
• Waarde: vele definities, o.a. objectief/subjectief
o Value: the amount of money that can be received for something; how useful or
important something is
• Business model: concept waarmee waardecreatie wordt georganiseerd
o Samenwerking met anderen; configuratie van partijen
o Binnen een bepaalde context, vanuit een bepaalde strategie
o Biedt een oplossing, heeft impact
o Geeft aan welke waarden gecreeerd worden en hoe deze tot stand komen, zoals
welke vormen van waardecreatie, proces, logica
o Geeft aan welke transacties hieruit vloeien, zoals de aard van transacties en
verdienmodel
Economy aspects & evolution (industrial organization)
- Linear economy (first linear revolution – manufacturing, second – technological, third –
digital)
- Circular economy
- Collaborative economy
- Sharing economy
- Gig economy
- Fourth Industrial Revolution (industry 4.0) – automation, smart tech
- Informal economy (unregistered, unregulated business activities; not otherwise illegal)
Esposito et al (2018): Circular Economy
Input → creatie → disposal
• Linear economy: unidirectional model of mass production and mass consumption →
unsustainable because world consumes more natural resources than can be replaced
(demand > supply) = resource scarcity
• Circular economy: focusses on maximizing what is already in use along all points of a
product’s lifecycle – sourcing, supply chain, consumption, conversion (of unusable parts) into
new source for another purpose + efficient utilization of already produced assets
• Multiple circular economic activity and fundamental traits
• Renewable vs. non-renewable resources
• Role of technology as an enabler for different production and consumption of resources
• Fundamental problem: Bad design and restrictive mindsets
o What do Esposito et al. argue as an answer to this for firms?
→ check this article out for ideas on, and development of, business models.
Een aantal verschillen
6
